Works Reform Implementation Plan

2009 - 2013

© Department of Treasury and Finance March 2010

1

> Works Reform Implementation Plan 2009 - 2013

Table of Contents

Executive Summary 2

Introduction 10

Balanced Scorecard Approach 12

Program Governance 22

Project Framework 26

Business Change 28

Communications Plan 30

Implementation Schedule 31

Reporting 32

Appendix 1: Master Balanced Scorecard 33

> Works Reform Implementation Plan 2009 - 2013

2

Executive Summary

This Implementation Plan outlines how the Building Management and Works (BMW) business of the Department of Treasury and Finance will implement, evaluate and report on the Works Reform program articulated in the Business Solution Plan, released by the Treasurer in June 2009.

Section 1 provides a brief introduction and background to the Works Reform program and its importance to Government.

Section 2 is the main focus of this plan and provides the detailed approach that has been taken to realising benefits for the program and the adoption of the Balanced Scorecard framework, which will be conveyed in an annual Works Reform program Benefits Realisation report.

Section 3 of the plan details the governance framework that has been adopted to oversee the program. BMW has chosen to use the Managing Successful Programs approach, developed by the Office of Government Commerce in the United Kingdom as a framework for governance of the Works Reform program.

The 55 recommendations in the Business Solution Plan have been grouped to form 26 projects, which will be overseen by four project boards. The following chart (Figure 1) provides a detailed breakdown of the governance structure, including the board membership and a matrix outlining the recommendations contained within the 26 projects and the Project manager’s allocated.

Section 4 introduces the PRINCE2 project methodology to support Project Managers in delivering and reporting on the 26 Works Reform projects.

Section 5 highlights the change management principles considered in implementing the Works Reform program. Both project management and change management will support BMW move from a current state (how things are done today), through a transition state to a desired future state (the new processes, systems, organisation structures and job roles defined by ‘the change’).

Section 6 describes the communication and engagement methods for liaising with a number of key stakeholders and outlines the strategies that will be adopted to ensure an appropriate level of consultation is maintained throughout the program.

Section 7 provides the estimated timeframes for the Works Reform program, with a commencement date of June 2009, and a projected closeout of the formal program at the end of the 2012/13 financial year.

Section 8 outlines the proposed approach to reporting progress and benefits realised from the Works Reform program.

3

> Works Reform Implementation Plan 2009 - 2013

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4

> Works Reform Implementation Plan 2009 - 2013

Proj

ect B

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ect M

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er

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sury

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ip M

ethv

en

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at t

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mew

ork

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sed

at a

ll le

vels

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ses

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ote

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ate

all

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ernm

ent a

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ies

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e SA

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ram

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at th

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et M

anag

emen

t fra

mew

ork

to h

elp

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ort t

he

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ks R

efor

m p

rogr

am.

13:

That

BM

W

and

Trea

sury

en

sure

as

set

disp

osal

op

ti ons

ar

e ad

dres

sed

in

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ent o

f str

ateg

ic a

sset

pla

ns a

nd b

usin

ess

case

s fo

r ca

pita

l inv

estm

ent.

14(a

): Th

at s

trat

egic

mai

nten

ance

pla

nnin

g w

ith a

who

le-o

f-lif

e cy

cle

view

be

stre

ngth

ened

an

d up

date

d ac

cord

ingl

y w

ithin

the

SA

M f

ram

ewor

k, w

ith a

genc

ies

requ

ired

to

prep

are

a 10

-yea

r m

aint

enan

ce in

vest

men

t pla

n.

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ublic

Wor

ks A

ct

revi

ewD

irect

or P

olic

y an

d Pr

acti c

eM

icha

el P

ears

on

41:

That

a re

view

of t

he P

ublic

Wor

ks A

ct (1

902)

be

unde

rtak

en to

cla

rify

legi

slati

on

on th

e pr

ocur

emen

t of w

orks

, lan

d, g

oods

and

ser

vice

s.

C: L

and

Ass

embl

y Bu

sine

ss C

ase

Proj

ect D

evel

opm

ent

Man

ager

Pe

ter G

illie

s

44:

That

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W p

repa

res

a bu

sine

ss c

ase

for

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esta

blis

hmen

t of

a L

and

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embl

y un

it to

fac

ilita

te la

nd a

cqui

siti o

n fo

r pu

blic

bui

ldin

gs i

n lia

ison

with

the

Dep

artm

ent

for

Plan

ning

and

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astr

uctu

re a

nd th

e re

leva

nt a

genc

ies.

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AM

pro

cedu

res

and

impl

emen

tati o

n fo

r no

n-re

side

nti a

l bu

ildin

gs

Dire

ctor

Sta

ndar

ds a

nd

Prac

ti ce

Stra

tegi

c Pr

ojec

tsG

raem

e M

clea

n

1(b)

: Th

at t

he S

AM

Fra

mew

ork

be u

sed

at a

ll le

vels

with

in g

over

nmen

t an

d th

e Tr

easu

ry

and

BMW

bus

ines

ses

with

in t

he D

TF w

ork

toge

ther

to

prom

ote

and

educ

ate

all

Gov

ernm

ent a

genc

ies

to u

ti lis

e th

e SA

M F

ram

ewor

k.3:

Th

at th

e SA

M fr

amew

ork

be a

dopt

ed a

cros

s all

func

ti ons

with

in B

MW

as t

he fo

unda

ti on

of th

e W

orks

Ref

orm

pro

gram

.12

: Th

at B

MW

dev

elop

s gu

idel

ines

to

help

inte

grat

e w

hole

-of-

life

mai

nten

ance

thi

nkin

g in

to th

e pl

anni

ng s

tage

of t

he p

rocu

rem

ent o

f new

bui

ldin

gs.

48:

That

BM

W d

evel

ops

grea

ter

skill

s in

the

app

licati

on

of t

he S

AM

fra

mew

ork

as i

t ap

plie

s to

bui

ldin

g as

sets

and

ado

pts

the

fram

ewor

k as

the

fou

ndati

on

of a

ll po

licy

and

prac

ti ce

proc

esse

s.

E: P

roje

ct m

anag

emen

t an

d pr

ocur

emen

t pr

oced

ures

for

BMW

Dire

ctor

Pol

icy

and

Prac

ti ce

Mic

hael

Pea

rson

40:

That

BM

W l

iais

es w

ith t

he D

TF G

over

nmen

t Pr

ocur

emen

t bu

sine

ss t

o de

velo

p a

com

mon

pol

icy

suite

for

all p

rocu

rem

ent.

49

: Th

at B

MW

dev

elop

s pr

oced

ures

and

gui

delin

es f

or b

uild

ing

wor

ks p

rocu

rem

ent

and

proj

ect m

anag

emen

t tha

t est

ablis

hes

best

pra

cti c

e st

anda

rds.

F: D

esig

n St

anda

rds

Prin

cipa

l Pol

icy

Offi

cer

Mel

inda

Pay

ne47

: Th

at B

MW

eng

ages

with

the

new

Gov

ernm

ent

Arc

hite

ct t

o de

velo

p de

sign

sta

ndar

ds

to m

eet

the

obje

cti v

es o

f go

vern

men

t bu

ildin

gs a

nd p

rovi

de a

dvic

e an

d su

ppor

t fo

r th

e W

orks

Ref

orm

pro

gram

.

Proj

ect B

oard

1 —

Str

ateg

ic A

sset

Man

agem

ent f

ram

ewor

k an

d pr

actic

e

5

> Works Reform Implementation Plan 2009 - 2013

Proj

ect B

oard

2 —

Pla

nnin

g, d

eliv

ery

and

man

agem

ent o

f bui

ldin

gs fo

r gov

ernm

ent

Proj

ect B

oard

Proj

ect

Proj

ect

Man

ager

Reco

mm

enda

ti on

s

Exec

uti v

e Sp

onso

rs

Exec

uti v

e D

irect

orSt

rate

gic

Proj

ects

Ri

char

d M

ann

(Cha

ir)

Exec

uti v

e D

irect

or

BMW

John

Ton

dut

(Dep

uty

Chai

r)

Seni

or U

sers

Gen

eral

Man

ager

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ning

and

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iver

y

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eve

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kett

Gen

eral

Man

ager

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ildin

g M

anag

emen

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lex

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or

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eral

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ager

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ture

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iver

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up 1

or

2TB

A

G:

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orti n

g ag

enci

es w

ith

Stra

tegi

c A

sset

Pl

ans

Prin

cipa

l Pro

ject

Man

ager

Ass

et P

lann

ing

Dav

id Jo

nes

4:

That

DTF

wor

ks w

ith o

wne

r age

ncie

s to

hel

p pr

epar

e th

eir 1

0-ye

ar s

trat

egic

ass

et p

lan,

an

d th

en s

elec

t pot

enti a

l pro

ject

s fo

r a

busi

ness

cas

e.

14b:

Th

at s

trat

egic

mai

nten

ance

pla

nnin

g w

ith a

who

le-o

f-lif

e cy

cle

view

be

stre

ngth

ened

an

d up

date

d ac

cord

ingl

y w

ithin

the

SA

M F

ram

ewor

k, w

ith a

genc

ies

requ

ired

to

prep

are

a 10

-yea

r m

aint

enan

ce in

vest

men

t pla

n.

19:

That

age

ncie

s be

req

uire

d to

incl

ude

a 10

-yea

r offi

ce

acco

mm

odati

on

plan

as

part

of

thei

r an

nual

cap

ital i

nves

tmen

t pla

n.

H:

Supp

orti n

g A

genc

ies

with

Bu

sine

ss C

ases

Dire

ctor

Sta

ndar

ds a

nd

Prac

ti ce

Stra

tegi

c Pr

ojec

tsG

raem

e M

clea

n

5:

That

bus

ines

s ca

ses

for n

ew b

uild

ings

be

prep

ared

col

labo

rati v

ely

betw

een

the

owne

r ag

enci

es a

nd B

MW

and

the

fi nal

bus

ines

s ca

se jo

intly

sig

ned.

10:

That

BM

W b

e gi

ven

a ne

w le

ader

ship

rol

e in

sup

porti

ng

agen

cies

in t

he d

evel

opm

ent

of

thei

r bus

ines

s ca

ses

for m

aint

enan

ce p

rogr

ams

on g

over

nmen

t bui

ldin

gs.

20a:

Th

at B

MW

be

give

n a

new

lead

ersh

ip r

ole

in t

he d

evel

opm

ent

of b

usin

ess

case

s an

d offi

ce

acco

mm

odati

on

prog

ram

s, u

sing

a m

aste

r pl

anni

ng a

ppro

ach.

50:

That

BM

W b

ecom

es a

lead

er in

the

deve

lopm

ent o

f bus

ines

s cas

es, a

nd th

e ap

plic

ati o

n of

sup

porti

ng

tool

s (s

uch

as In

vest

men

t Log

ic m

appi

ng a

nd V

alue

Man

agem

ent)

.

I: Po

rtf o

lio a

ppro

ach

to M

aint

enan

ceA

ssis

tant

Dire

ctor

Po

rtf o

lio P

lann

ing

John

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tner

11.

That

BM

W t

akes

on

a w

hole

-of-

gove

rnm

ent

portf

olio

man

agem

ent

role

and

pro

vide

s ad

vice

to

Gov

ernm

ent

on h

ow a

genc

ies

are

man

agin

g th

e m

aint

enan

ce o

f th

eir

build

ings

and

pro

pert

y po

rtf o

lio.

18:

That

BM

W d

evel

ops

a ne

w a

ppro

ach

to th

e pl

anni

ng a

nd fu

ndin

g of

mai

nten

ance

and

re

furb

ishm

ent p

rogr

ams

for

gove

rnm

ent b

uild

ings

.

35b:

Th

at th

e cu

rren

t reg

iona

lly b

ased

faci

liti e

s man

agem

ent r

ole

be re

tain

ed a

nd e

nhan

ced,

an

d th

e bu

ildin

g m

aint

enan

ce p

lann

ing

and

proc

urem

ent

stra

tegi

es in

tegr

ated

into

a

Stat

e-w

ide

portf

olio

app

roac

h.

J:

New

pro

cure

men

t st

rate

gies

Dire

ctor

Pla

nnin

g an

d D

eliv

ery

Gro

up 2

Way

ne C

arte

r

8:

That

DTF

exp

lore

s new

, inn

ovati

ve

and

non-

trad

iti on

al m

odel

s of p

rocu

ring

new

bui

ldin

gs.

15:

That

BM

W e

xplo

res

new

, inn

ovati

ve

and

non-

trad

iti on

al m

odes

of p

rocu

ring

bui

ldin

g m

aint

enan

ce s

ervi

ces.

16:

BMW

man

date

s the

use

of c

entra

l pro

cure

men

t fra

mew

orks

for b

uild

ing

mai

nten

ance

.

22b:

Th

at B

MW

stre

ngth

ens

its c

apab

ility

in a

ccom

mod

ati o

n pl

anni

ng a

nd p

rocu

rem

ent.

6

> Works Reform Implementation Plan 2009 - 2013

Proj

ect B

oard

2 (c

ont’d

)

Proj

ect

Boar

dPr

ojec

tPr

ojec

t M

anag

erRe

com

men

dati

ons

Seni

or S

uppl

iers

Dire

ctor

Pla

nnin

g an

d D

eliv

ery

Gro

up 1

Tony

Bud

rovi

ch

Dire

ctor

Mai

nten

ance

Se

rvic

esTi

na G

rove

s

Dire

ctor

Sta

ndar

ds a

nd

Prac

ti ce

Stra

tegi

c Pr

ojec

tsG

raem

e M

clea

n

Dire

ctor

Gov

ernm

ent

Offi

ce A

ccom

mod

ati o

n Ka

ren

Schm

idt

K:

Portf

olio

app

roac

h to

G

over

nmen

t Offi

ce

acco

mm

odati

on

Man

ager

Pol

icy

and

Plan

ning

Cl

aire

Bro

mle

y

23:

That

BM

W re

view

s th

e go

vern

ance

of t

he O

ffi ce

Acc

omm

odati

on

Adv

isor

y Co

mm

itt ee

w

ith a

vie

w to

enh

anci

ng c

onsu

ltati o

n an

d re

pres

enta

ti on.

20b:

Th

at B

MW

be

give

n a

new

lead

ersh

ip r

ole

in t

he d

evel

opm

ent

of b

usin

ess

case

s an

d offi

ce

acco

mm

odati

on

prog

ram

s us

ing

a m

aste

r pl

anni

ng a

ppro

ach.

21:

That

BM

W r

evie

ws

exis

ti ng

gove

rnm

ent

offi c

e ac

com

mod

ati o

n po

licie

s an

d de

velo

ps

a po

licy

suite

that

alig

ns w

ith th

e to

tal p

ortf

olio

app

roac

h.

24a:

Th

at B

MW

rev

iew

s th

e ap

proa

ch t

o no

n-offi

ce

prop

erty

leas

es a

nd d

evel

ops

a m

ore

com

preh

ensi

ve d

atab

ase.

L:

Fund

ing

the

BMW

or

gani

sati o

nD

irect

or B

usin

ess

Plan

ning

and

Coo

rdin

ati o

n D

arra

l Hay

nes

7:

That

BM

W b

e gi

ven

cont

rol o

ver p

roje

ct m

anag

emen

t of a

ll ne

w b

uild

ing

proc

urem

ent

thro

ugh

dire

ct a

ppro

pria

ti on

of th

at p

art o

f pro

ject

bud

gets

.

17:

That

the

‘fe

e fo

r se

rvic

e’ f

undi

ng m

odel

for

BM

W m

aint

enan

ce a

nd m

inor

wor

ks

serv

ices

be

repl

aced

with

dire

ct a

ppro

pria

ti on.

M:

Her

itage

Bui

ldin

gsA

ssis

tant

Dire

ctor

H

erita

ge P

rope

rti e

s Ro

ss S

mith

45b:

Th

at B

MW

, dev

elop

s an

ass

et re

gist

er o

f all

gove

rnm

ent b

uild

ing

asse

ts w

ith h

erita

ge

valu

es, a

nd p

ursu

es s

usta

inab

le m

anag

emen

t reg

imes

for

thes

e bu

ildin

gs.

46:

That

BM

W p

repa

res

a bu

sine

ss c

ase

for

the

futu

re m

anag

emen

t of F

rem

antle

Pri

son,

in

clud

ing

the

appr

opri

ate

fund

ing

mod

el fo

r its

ong

oing

con

serv

ati o

n an

d ac

ti vati

on.

N:

Stra

tegi

c Pr

ojec

tsD

irect

or S

tand

ards

and

Pr

acti c

e St

rate

gic

Proj

ects

G

raem

e M

clea

n

26:

That

Str

ateg

ic P

roje

cts

conti

nue

s in

its

cur

rent

rol

e an

d gr

ows

its e

xper

ti se

as a

n in

tegr

al p

art o

f the

new

BM

W b

usin

ess

7

> Works Reform Implementation Plan 2009 - 2013

Proj

ect B

oard

3 —

BM

W O

rgan

isat

ion

Proj

ect B

oard

Proj

ect

Proj

ect M

anag

erRe

com

men

dati

ons

Exec

uti v

e Sp

onso

r

Exec

uti v

e D

irect

or

BMW

John

Ton

dut

(Cha

ir)

Seni

or U

sers

Exec

uti v

e D

irect

or

Gov

ernm

ent P

rocu

rem

ent

Rod

Ald

erto

n

Dire

ctor

Bu

sine

ss P

lann

ing

and

Coor

dina

ti on

Dar

ral H

ayne

s

Gen

eral

Man

ager

Build

ing

Man

agem

ent

Ale

x Ta

ylor

Seni

or S

uppl

iers

Exec

uti v

e D

irect

orCo

rpor

ate

Serv

ices

Sue

Jone

s

Proj

ect D

irect

orPe

ter M

urra

y

Dire

ctor

Re

view

and

Ref

orm

Mar

gare

t Sha

rpe

O:

Regi

onal

Dire

ctor

Reg

iona

l Pr

ogra

ms

Min

o In

ti ni

34:

That

DTF

reg

iona

l pro

cure

men

t st

aff f

rom

bot

h BM

W a

nd G

over

nmen

t Pr

ocur

emen

t be

inte

grat

ed in

to fo

ur re

gion

al te

ams,

with

offi

ces

loca

ted

acro

ss 1

3 to

wns

.

35a:

Th

at th

e cu

rren

t reg

iona

lly b

ased

faci

liti e

s man

agem

ent r

ole

be re

tain

ed a

nd e

nhan

ced,

an

d th

e bu

ildin

g m

aint

enan

ce p

lann

ing

and

proc

urem

ent

stra

tegi

es in

tegr

ated

into

a

Stat

e-w

ide

portf

olio

app

roac

h.

36:

That

pro

ject

man

agem

ent

capa

bilit

y be

str

engt

hene

d in

reg

iona

l ce

ntre

s to

ena

ble

mor

e re

gion

al c

apita

l wor

ks p

roje

cts

to b

e m

anag

ed lo

cally

, rat

her

than

fro

m P

erth

, in

clud

ing

tem

pora

ry re

loca

ti on

for

spec

ifi c

proj

ects

.

37:

That

the

new

BM

W re

gion

s tak

e on

add

iti on

al re

spon

sibi

liti e

s in

offi c

e ac

com

mod

ati o

n pl

anni

ng a

nd p

rocu

rem

ent,

inte

grat

ed in

to th

e pr

opos

ed to

tal p

ortf

olio

app

roac

h.

P:

Org

anis

ati o

nal

Stru

ctur

eD

irect

or B

usin

ess

Plan

ning

and

Coo

rdin

ati o

n D

arra

l Hay

nes

9:

That

th

e re

sour

ces

with

in

agen

cies

th

at

now

un

dert

ake

new

bu

ildin

g pr

ojec

t m

anag

emen

t be

re-b

adge

d to

BM

W.

27:

That

BM

W im

plem

ents

a n

ew o

rgan

isati

ona

l str

uctu

re th

at w

ill g

row

its

lead

ersh

ip a

nd

proj

ect m

anag

emen

t cap

abili

ti es.

Q:

Skill

s &

Car

eer

Path

sTr

aini

ng a

nd

Dev

elop

men

t Man

ager

Le

anne

Pag

e

6:

That

BM

W b

uild

s its

cap

abili

ty in

ass

et p

lann

ing,

and

its

expe

rti s

e in

bus

ines

s ca

se

deve

lopm

ent.

22a:

Th

at B

MW

str

engt

hens

its

capa

bilit

y in

acc

omm

odati

on

plan

ning

and

pro

cure

men

t.

29:

That

BM

W g

row

s its

poo

l of

hig

hly

skill

ed P

roje

ct M

anag

ers,

(as

per

man

ent

publ

ic

serv

ants

) to

redu

ce th

e re

lianc

e on

con

sulta

ncie

s fo

r m

ajor

infr

astr

uctu

re p

roje

cts.

30:

That

a n

ew c

aree

r pa

th f

or P

roje

ct M

anag

ers

be e

stab

lishe

d –

equi

vale

nt t

o th

e sp

ecifi

ed c

allin

gs a

rran

gem

ents

ava

ilabl

e to

oth

er p

rofe

ssio

nals

– t

o he

lp a

tt ra

ct a

nd

reta

in s

taff

req

uire

d to

del

iver

the

se r

efor

ms

and

ensu

re a

sus

tain

able

wor

kfor

ce fo

r th

e de

liver

y of

bui

ldin

gs fo

r G

over

nmen

t.

31:

That

BM

W e

stab

lishe

s ne

w s

kills

dev

elop

men

t pro

gram

s fo

r Pr

ojec

t Man

ager

s.

R:

BMW

A

ccom

mod

ati o

nPr

ojec

t Dire

ctor

Pete

r Mur

ray

28:

That

BM

W a

ccom

mod

ates

all

its e

xisti

ng

met

ropo

litan

pla

nnin

g an

d pr

ojec

t m

anag

emen

t pe

ople

(apa

rt fr

om a

ny re

-bad

ged

empl

oyee

s) a

t one

loca

ti on.

S:

Supp

ort C

EIID

Ass

ista

nt D

irect

or

CEIID

PM

O

Pete

r Yor

k

25:

That

the

DTF

con

ti nue

s to

sup

port

the

obj

ecti v

es o

f CE

IID, a

cti v

ely

parti

cip

ati n

g an

d w

orki

ng c

oope

rati v

ely

to p

rogr

ess

its o

bjec

ti ves

, to

sha

re k

now

ledg

e an

d de

liver

ta

ngib

le b

enefi

ts.

T:

Rela

ti ons

hip

Man

agem

ent

Busi

ness

Dev

elop

men

t an

d Co

mm

unic

ati o

ns

Man

ager

Vi

vien

Will

mott

38:

That

BM

W e

stab

lishe

s a

stro

ng p

artn

ersh

ip w

ith it

s ke

y cl

ient

gov

ernm

ent

agen

cies

(in

clud

ing

a Cl

ient

Cou

ncil)

.

39:

That

BM

W e

nsur

es e

ff ecti

ve

liais

on is

mai

ntai

ned

with

key

bui

ldin

g in

dust

ry a

ssoc

iati o

ns.

8

> Works Reform Implementation Plan 2009 - 2013

Proj

ect B

oard

3 (c

ont’d

)

Proj

ect B

oard

Proj

ect

Proj

ect M

anag

erRe

com

men

dati

ons

U:

Indu

stry

Tra

inin

g Bu

sine

ss C

ase

Ass

ista

nt D

irect

orPo

licy

& P

racti

ce

Ann

a Re

chic

hi

51:

That

BM

W p

repa

res

a bu

sine

ss c

ase

on t

he f

utur

e di

recti

ons

of

its In

dust

ry T

rain

ing

Prog

ram

.

V:

Build

ing

Com

mis

sion

tr

ansi

ti on

Dire

ctor

Bu

sine

ss P

lann

ing

&

Coor

dina

ti on

Dar

ral H

ayne

s

52:

That

BM

W c

ompl

etes

the

tra

nsiti

on o

f its

Bui

ldin

g In

dust

ry D

evel

opm

ent

divi

sion

to

the

Dep

artm

ent o

f Com

mer

ce b

y 30

June

200

9.

W:

Wor

ks R

efor

m

Busi

ness

Cas

e &

Re

porti

ng

Dire

ctor

Re

view

& R

efor

m

Mar

gare

t Sha

rpe

53:

That

BM

W n

ow d

evel

ops

an Im

plem

enta

ti on

Plan

, for

all

the

reco

mm

enda

ti ons

in th

e W

orks

Ref

orm

Bus

ines

s So

luti o

n Pl

an.

54:

That

BM

W fu

rthe

r de

velo

ps t

he b

usin

ess

case

for

the

Wor

ks R

efor

ms

(incl

udin

g lik

ely

cost

s an

d th

e po

tenti

al b

enefi

ts)

as

part

of t

he Im

plem

enta

ti on

Plan

.

55:

That

BM

W u

nder

take

s co

st a

nd b

enefi

t a

naly

ses

for

the

four

-yea

r W

orks

Ref

orm

pr

ogra

m, a

nd p

rovi

des

an a

nnua

l rep

ort t

o th

e Tr

easu

rer.

9

> Works Reform Implementation Plan 2009 - 2013

Proj

ect B

oard

4 —

ICT

Syst

ems

Proj

ect

Boar

dPr

ojec

tPr

ojec

t Man

ager

Reco

mm

enda

ti on

s

Exec

uti v

e Sp

onso

r

Exec

uti v

e D

irect

or

BMW

John

Ton

dut

(Cha

ir)

Seni

or U

sers

Dire

ctor

Re

gion

al P

rogr

ams

Min

o In

ti ni

Dire

ctor

Re

view

and

Ref

orm

Mar

gare

t Sha

rpe

Seni

or S

uppl

iers

Dire

ctor

Bu

sine

ss P

lann

ing

and

Coor

dina

ti on

Dar

ral H

ayne

s

Dire

ctor

Info

rmati

on

Man

agem

ent

Jam

es L

im

Proj

ect D

irect

orPe

ter M

urra

y

X:

BMW

Tra

nsiti

on to

Sh

ared

Ser

vice

sA

ssis

tant

Dire

ctor

Sy

stem

s D

evel

opm

ent

Pete

r Birc

h

33:

That

BM

W’s

tra

nsiti

on t

o Sh

ared

Ser

vice

s be

adv

ance

d to

201

0 (f

rom

the

cur

rent

pl

anne

d sc

hedu

le o

f 201

2).

Y:

Core

BM

W

Syst

ems

Proj

ect D

irect

orPe

ter M

urra

y32

: Th

at B

MW

dev

elop

s a

busi

ness

cas

e fo

r sy

stem

s su

ppor

t req

uire

d fo

r its

new

role

and

th

en s

eeks

cap

ital f

unds

to im

plem

ent t

he n

ew p

latf

orm

s ov

er th

e ne

xt fo

ur y

ears

.

Z:

Who

le-o

f-go

vern

men

t ass

et

info

rmati

on

Proj

ect D

irect

orPe

ter M

urra

y24

b:

That

BM

W r

evie

ws

the

appr

oach

to

non-

offi c

e pr

oper

ty le

ases

and

dev

elop

s a

mor

e co

mpr

ehen

sive

dat

abas

e.

42:

That

BM

W p

repa

res

a bu

sine

ss c

ase

for

the

deve

lopm

ent

of a

who

le-o

f-go

vern

men

t as

set i

nfor

mati

on

and

man

agem

ent s

yste

m.

43:

That

BM

W p

repa

res

a bu

sine

ss c

ase

inve

sti g

ati n

g th

e be

nefi t

s an

d co

sts

of l

inki

ng

asse

t man

agem

ent d

ata

with

gov

ernm

ent’s

Geo

grap

hica

l Inf

orm

ati o

n Sy

stem

s.

45a:

Th

at B

MW

dev

elop

s an

ass

et r

egis

ter

of a

ll go

vern

men

t bu

ildin

g as

sets

with

her

itage

va

lues

, and

pur

sues

sus

tain

able

man

agem

ent r

egim

es fo

r th

ese

build

ings

.

> Works Reform Implementation Plan 2009 - 2013

10

Introduction

This Works Reform Implementation Plan outlines the approach to implement the recommendations of the Business Solution Plan. It also proposes measures that will enable BMW to evaluate the performance of the Works Reform program over the coming four year period.

Government Policy Objectives and Outcomes

On 15 December 2008, Cabinet approved transferring the ‘works’ function of the former Department of Housing and Works to the Department of Treasury and Finance (DTF) and the commencement of the Works Reform Program. The BMW business became operational within the DTF on 1 February 2009.

An extensive review of the approach to non-residential building construction, maintenance and office accommodation commenced and on 28 April 2009 Cabinet approved a new lead role and funding model for BMW.

By the end of May, a wide range of reform initiatives had been developed – and on 3 June 2009, the Treasurer released the Works Reform Business Solution Plan.

Since then, BMW has developed a mission statement that shows its responsibilities to Government in delivering on Works Reform and highlights its commitment to this new role.

“To lead the planning, delivery and management of buildings for Government”

The key services for the BMW business have also been defined as follows:

} leads the planning and delivery of new Government buildings;

} leads the planning and delivery of Government building maintenance;

} leads the planning and delivery of Government office accommodation;

} leads the planning and delivery of high risk infrastructure projects (Strategic Projects); and

} facilitates the Centre for Excellence and Innovation in Infrastructure Delivery (CEIID).

The Business Solution Plan

The Works Reform Business Solution Plan, released in June 2009, outlines the proposed reforms to the planning and delivery of new Government buildings; building maintenance; office accommodation, and high risk projects. The plan proposes a change in the approach to planning and delivery, and will require a substantial increase in asset planning and project management capability and capacity within BMW.

To lead the planning, delivery and management of buildings for Government

BMW Mission Statement

11

> Works Reform Implementation Plan 2009 - 2013

Table 1: Indicative costs for the four-year Works Reform program

2009-2010 2010-2011 2011-2012 2012-2013 Total

Recurrent $6m $8m $10m $10m $34m

Accommodation Fit-out $6m - - - $6m

Information Systems Total of $20m over 4 years $20m

Total $60m

Table 2: Indicative savings from the four-year Works Reform program

SAVINGS 2009-10 2010-11 2011-12 2012-13 Total

In-sourcing Project Management $6m $8m $10m $10m $34m

New Buildings $22m $36m $50m $65m $173m

Breakdown Repairs $4m $6m $8m $10m $28m

Office Accommodation $8m $10m $12m $15m $45m

TOTAL $40m $60m $80m $100m $280m

The Works Reform program aims to address the following key problems with the procurement of building related projects and programs:

} capital works project cost and time overruns;

} poor strategic asset planning across government;

} poor business case development for capital investment;

} loss of project management skills and experience within government;

} the piecemeal approach to government office accommodation;

} the piecemeal approach to building maintenance planning and delivery; and

} the overly centralised approach to regional capital works project management.

The Works Reform Business Solution Plan expands on each of these problems and proposes 55 recommendations aimed at implementing the business solution.

The estimated cost to implement the plan is summarised in Table 1.

The savings target for the four year program as outlined in the Business Solution Plan is summarised in Table 2.

> Works Reform Implementation Plan 2009 - 2013

12

Balanced Scorecard Approach

Master Scorecard

To monitor and report on benefits, a Balanced Scorecard framework will be adopted, the results of which will be included in an annual Works Reform program Benefits Realisation report.

The Balanced Scorecard framework will be used over a four-year period, to enable BMW to report on the benefits on a financial year basis.

The Balanced Scorecard is a strategic planning and management system that is used extensively in business and government organisations to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation performance against strategic goals.

The Balanced Scorecard approach was successful in measuring performance of the Government’s Goods and Services Procurement Reform program, and is a comprehensive framework for the measurement of both financial and non-financial outcomes.

The Balanced Scorecard approach views an organisation from four perspectives. The grouping of performance measures in perspectives helps the gathering and selection of appropriate performance indicators or measures.

The four perspectives illustrated in Figure 2 are:

Financial: This refers to financial outcomes, in particular savings over the four-year program. Financial measures cover both direct savings in project outcomes compared with budget, as well as indirect savings due to BMW efficiency improvements.

Customer: In BMW’s case, its ultimate client is the Government, but effective partnerships with government agencies, who use the buildings are also essential to achieving the Works Reform program, as are relationships with industry. This customer perspective will enable BMW to consider the importance of all of its relationships.

Business Processes: This refers to internal business processes. The foundation business process for BMW is the Strategic Asset Management framework. Project Management methodologies are also fundamental. Metrics based on this perspective allow the managers to know how well the business is running, and whether its products and services conform to customer requirements (the mission).

Learning and Growth: This includes employee corporate cultural attitudes related to both individual and corporate self-improvement, as well as measures in ease of communication, technological tools, skills development, and overall job satisfaction.

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Goals Description

Project Overruns EliminatedA fundamental reason for the Works Reform program is to address the poor track record of project overruns across the non-residential building program.

Effective RelationshipsEffective stakeholder relationships with government agencies and industry alike that support BMW’s success in strategic asset management and recognise that government is the ultimate client.

Strategic Asset ManagementThe Strategic Asset Management (SAM) framework drives BMW business practices, and enhances the planning, delivery and management of buildings for Government.

Enabling Systems and PracticeThe development of user-friendly tools, standards and practices that enable better quality decision-making and outcomes.

Skilled PeopleBMW people are recognised for their skills, knowledge and professionalism in the areas of asset management, project management, innovative procurement and risk management.

Local SolutionsAn enhanced capability to deliver BMW services from within the country regions.

Table 3: Works Reform Goals

For this plan, the Balanced Scorecard has been developed with a specific purpose in mind –measuring and reporting on benefits.

Four key steps will be used to develop the Balanced Scorecard:

Step 1: Identify key goals of the Works Reform;

Step 2: Break down the goals into objectives;

Step 3: Develop a Strategy Map; and

Step 4: Measure, evaluate and report.

The results from this approach are outlined below.

X Step 1: Identify the Works Reform Goals

A goal is the end point. It is what the Works Reform program is aiming to achieve by the end of the four-year program. A combination of BMW’s Operational Business plan and the Works Reform Business Solution Plan were used as the sources of information for identifying the six key goals of the Works Reform program, as outlined in Table 3.

CUSTOMER

Gathers the view of stakeholders, particularly government

agencies in terms of how well their needs have been met and the value of services provided

in meeting whole-of-government outcomes. These views include

those of agency DG’s and senior operational managers.

FINANCIAL

Includes fi nancial measures and covers both direct and indirect savings from better planning, delivery and management

of buildings for Government. Measures will also include the

implementation cost of the Reform program and the net

benefi t.

LEARNING AND GROWTH

Gathers the views of BMW staff in relation to support,

knowledge, information systems, developmental opportunities and job

satisfaction.

BUSINESS PROCESSES

Includes measures that focus on those processes that the

BMW business must excel at in order to maximise value for whole-of-government.

Measures address the effectiveness in delivering

customer requirements.

Figure 2: Works Reform Master Balanced Scorecard

> Works Reform Implementation Plan 2009 - 2013

14

Goals Objectives

Project Overruns Eliminated

Support service delivery outcomes that deliver value for money.

Establish design standards and quality parameters to meet the value for money objectives for government buildings.

Deliver well scoped and sound budgets.

Deliver projects on time and within budget.

Effective Relationships Treat Government as the ultimate client.

Become a trusted and valued partner with government agencies.

Establish a collaborative relationship with other DTF businesses and works agencies.

Maintain open and effective relationships with suppliers.

Foster effective liaison with local government and industry groups.

Strategic Asset Management

Promote and adopt the Strategic Asset Management framework.

Support agencies in the use of the Strategic Asset Management framework.

Take a leadership role in managing government’s building assets.

Take a whole-of-government long term view to the planning, delivery and management of buildings for government.

Enabling Systems and Practice

Incorporate the Strategic Asset Management framework into Building Management and Work’s standards and processes.

Strive for innovation in the planning, delivery and management of government buildings.

Develop and implement standard documents, templates and appropriate systems to support business practices.

Provide transparent, well-informed and timely information.

Skilled People Grow BMW skills in asset management, project management, procurement, and risk management.

Attract and retain skilled people.

Enhance roles and capabilities in the country regions to deliver solutions locally.

Local Solutions Align regional processes and practices to central standards.

Support regional development.

Table 4: Works Reform Objectives

X Step 2: Develop the Works Reform Objectives

Objectives are a crucial element of the Balanced Scorecard. They can be described as the ‘building blocks’ of the six goals. An objective is established to identify what the program is setting out to achieve and expressed in measurable terms. The measures will enable reporting to ensure that all benefits are aligned to the Works Reform goals and objectives.

Under the Works Reform goals, 22 objectives were developed, as outlined in Table 4, that encompass the 55 recommendations from the Works Reform Business Solution Plan.

X Step 3: Develop the Strategy Map

The next step is to develop the strategy map by identifying the linkages between the objectives and placing them in the appropriate Balanced Scorecard perspective.

As illustrated in Figure 3, improving performance in the objectives found in the learning and growth perspective (the bottom row) enables the organisation to improve its internal processes (the next row up), which in turn enables the organisation to create desirable results in the customer and financial perspectives (the top two rows).

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> Works Reform Implementation Plan 2009 - 2013

Figure 3: BMW Works Reform Strategy Map

Enhanced asset management, project management and procurement practices and processes lead to delivery of

service needs and improved customer satisfaction.

Improved customer satisfaction, strategic asset management and improved business processes lead to well planned projects and more effi cient and

effective project delivery - on time and within budget.

FIN

AN

CIA

L

Investing in the knowledge and skills of employees, attracting and retaining skilled people is the foundation for all innovation and

improvement.

Improved expertise and professional skills improve asset management, project management and procurement practices and processes.

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Based on the model shown in Figure 3, the objectives are aligned to one of the four Balanced Scorecard perspectives.

Figure 4: BMW Works Reform Strategy Map

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Skilled People

Strategic Asset Management Enabling Systems and Practice

Project Overruns Eliminated

Deliver well scoped and sound budgets

Establish design standards and quality parameters

Support service delivery outcomes that deliver value

for money

Deliver projects on time and within budget

Provide transparent, well informed and timely

information

Promote and adopt the SAM framework

Take a leadership role in managing government’s

buildings assets

Support agencies in the use of the SAM framework

Take a whole-of-government long term view

Develope and implement standard documents,

templates and systems

Incorporate SAM into BMW’s standards and

processesStrive for innovation

Grow BMW skills in planning, procurement, asset management

and project management

Attract and retain skilled people

Effective Relationships Local Solutions

Become a trusted and valued partner with government agencies

Treat Government as the ultimate client

Maintain open and effective relationships

with suppliers

Establish collaborative relationships with DTF and works agencies

Foster effective liaison with local government and industry groups

Enhance roles and capabilities in the regions

Align regional practices and processes to central standards

Support regional development

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> Works Reform Implementation Plan 2009 - 2013

Figure 5: Financial Benefits

X Step 4: Benefits and Measures

A benefits realisation approach will be used. This provides the basis for measurement to ensure that the planned-for benefits are being delivered. Once the objectives are determined and an understanding obtained of the relationships between them, appropriate performance indicators for the four perspectives can be determined.

Financial Benefits

The goal for the financial perspective is ‘Project overruns eliminated’, which is central to Works Reform. Budgets on most major building projects have grown significantly after a capital works project has been approved (due to inadequate project planning, definition, costing, and project contingencies; and poor project management and control, leading to scope creep).

The objectives established to measure the success or failure of the reform in delivering financial benefits are to:

} support service delivery outcomes that deliver value for money;

} establish design standards and quality parameters to meet the value for money objectives for government buildings;

} deliver well scoped and sound budgets; and

} deliver projects on time and within budget.

The following measures have been selected to evaluate BMW’s realisation of financial benefits:

} proportion of projects delivered within budget;

• current works program; and

• completed projects.

} the unit cost of works (for different types of projects);

} planned maintenance expenditure compared with breakdown repair costs;

} unit cost of Government Office Accommodation;

} implementation costs of Works Reform program; and

} net benefit of Works Reform program.

Figure 5 above illustrates how the measures for the financial perspective are interconnected to the objectives and goals, which will enable the overall evaluation of the program.

FIN

AN

CIA

L

Project Overruns Eliminated

Support service delivery outcomes that deliver

value for money

Establish design standards and quality parameters

Deliver well scoped and sound budgets

Deliver projects on time and within budget

MEA

SUR

ES Proportion of projects delivered within budget

Unit cost of Government Offi ce Accommodation

Unit cost of works

Implementation costs of Works Reform program

Planned maintenance expenditure compared with

breakdown repair costs

Net benefi t of Works Reform program

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> Works Reform Implementation Plan 2009 - 2013

Figure 6: Customer Benefits

Customer Benefits

The goals for the customer perspective are ‘Effective Relationships’ and ‘Local Solutions’. The Works Reform program will impact general government sector agencies that use buildings, suppliers, industry, and, ultimately, the whole community.

As outlined, the objectives established to measure the success or failure of the reform in delivering customer benefits for ‘Effective Relationships’ are to:

} treat Government as the ultimate client;

} become a trusted and valued partner with government agencies;

} establish a collaborative relationship with other DTF businesses and works agencies;

} maintain open and effective relationships with suppliers; and

} foster effective liaison with local government and industry groups.

The objectives for ‘Local Solutions’ are to:

} support regional development; and

} align regional processes and practices to central standards.

The following measures have been selected to evaluate BMWs realisation of customer benefits:

The measures for ‘Effective Relationships’ include:

} Government support for the Works Reform program;

} agency satisfaction with BMW services;

} satisfaction with the CEIID Initiatives;

} liaison with industry; and

} liaison with local government.

The measures for ‘Local Solutions’ include:

} proportion of regional works program managed from the regions; and

} proportion of regional works program undertaken by regional based suppliers.

Figure 6 above illustrates how the measures for the customer perspective are interconnected to the objectives and goals, which will enable the overall evaluation of the program.

CUST

OM

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Effective Relationships Local Solutions

M

EASU

RES

Become a trusted and valued partner with government agencies

Treat Government as the ultimate

client

Maintain open and effective relationships

with suppliers

Establish collaborative relationships with DTF and works agencies

Foster effective liaison with local government and industry groups

Align regional practices and processes to central standards

Support regional development

Proportion of regional works program undertaken

by regional suppliers

Proportion of regional works program managed

from the regions

Liaison with local government

Agency satisfaction with BMW services

Satisfaction with CEIID initiatives

Liaison with industry

Government support for the Works

Reform program

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> Works Reform Implementation Plan 2009 - 2013

Figure 7: Process Benefits

Business Process Benefits

The goals for the process perspective are ‘Strategic Asset Management’ and ‘Enabling Systems and Practices’.

As outlined, the objectives established to measure the success or failure of the reform in delivering process benefits for ‘Strategic Asset Management’ are to:

} promote and adopt the SAM framework;

} support agencies in the use of the SAM framework;

} take a leadership role in managing government’s building assets; and

} take a whole-of-government long-term view to the planning, delivery and management of buildings for government.

The objectives for ‘Enabling Systems and Practices’ are to:

} incorporate the SAM framework into BMW’s standards and processes;

} strive for innovation in the planning, delivery and management of government buildings;

} develop and implement standard documents, templates and appropriate systems to support business practices; and

} provide transparent, well informed and timely information.

The following measures have been developed to evaluate BMW’s realisation of these benefits.

The measures for ‘Strategic Asset Management’ include:

} adoption of the SAM framework;

} adoption of a portfolio approach;

} agency satisfaction with BMW support for SAM; and

} timeliness.

The measures for ‘Enabling Systems and Practices’ include:

} satisfaction with systems and practice, including:

• system alignment with SAM;

• works policies and processes;

• works Information systems; and

• knowledge management.

} growth in the use of different procurement models; and

} adoption of new business processes.

Figure 7 above illustrates how the measures for the process perspective are interconnected to the objectives and goals, which will enable the overall evaluation of the program.

M

EASU

RES

BUSI

NES

S PR

OC

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S

Strategic Asset Management Enabling Systems and Practice

Promote and adopt the SAM framework

Take a leadership role in managing government’s

buildings assets

Support agencies in the use of the SAM

framework

Take a whole-of-government

long term view

Satisfaction with systems and practices

Adoption of new business processes

Growth in different procurement models

Provide transparent, well informed and timely information

Develope and implement standard documents,

templates and systems

Incorporate SAM into BMW’s standards and

processesStrive for innovation

Adoption of the SAM framework

Agency satisfaction with BMW support

for SAM

Adoption of a portfolio approach

Timeliness

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> Works Reform Implementation Plan 2009 - 2013

Figure 8:Employee Benefits

Learning and Growth Benefits

The goal for the learning and growth perspective is ‘Skilled People’. These are key to developing a more consistent and professional approach across BMW.

The Balanced Scorecard outlines that employee skills and knowledge are the foundation for innovation and improvement across all the dimensions of the Works Reform program.

As outlined, the objectives established to measure the success or failure of the reform in delivering learning and growth benefits for ‘Skilled People’ are to:

} grow BMW skills in asset management, project management, procurement and risk management;

} attract and retain skilled people in BMW; and

} enhance roles and capabilities in the regions to deliver solutions locally.

The following measures have been developed to evaluate BMW’s realisation of these benefits.

} BMW employee satisfaction with:

• overall job;

• opportunities to use skills and abilities;

• feedback and recognition;

• BMW as a great place to work;

• training and professional development; and

• level of knowledge sharing.

} growth of BMW skills in:

• project management;

• asset management;

• procurement; and

• leadership and management.

} workforce recruitment – FTE’s (levels and age profiles), recruitment, appointments, and attrition;

} growth of BMW resources based in regional offices; and

} regional staff participation in development programs.

Figure 8 above illustrates how the measures for the learning and growth perspective are interconnected to the objectives and goals, which will enable the overall evaluation of the program.

The Master Balanced Scorecard, as illustrated in Figure 2, can be now be developed as a result of defining the six goals and 22 objectives and measures, which will be adopted to assess the success of the Works Reform program. A summary of the benefits, goals, objectives and measures proposed to determine the benefits of the Works Reform program is appended at the end of this plan.

M

EASU

RES BMW employee

satisfaction

Growth of BMW resources based in

regional offi ces

Growth of BMW skillsWorkforce recruitment,

appointments and attrition.

LEA

RNIN

G A

ND

GRO

WTH Skilled People

Grow BMW skills in asset management, project management, procurement and risk management

Attract and retain skilled people

Regional staff participation in

development programs

Enhance roles and capabilities in the regions

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> Works Reform Implementation Plan 2009 - 2013

Figure 9: Benefits Measurement

BMW Prime Services’ Scorecards

The prime services of BMW can be grouped into the following categories:

} New Buildings program;

} Building Maintenance;

} Office Accommodation;

} Strategic Projects;

} Centre for Excellence and Innovation in Infrastructure Delivery; and

} Regional Programs.

Figure 9 illustrates how against each of these service categories, a series of Balanced Scorecards will be developed that roll up at a program level into the Master Balanced Scorecard to be reported annually in a Benefits Realisation report.

The final step will be to ensure the benefits being measured at the service level continue to be aligned with the overarching Works Reform goals and objectives.

REF

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M O

BJEC

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New Buildings Program Building Maintenace Offi ce Accommodation

Strategic Projects CEIID Regional Programs

MA

STER

SCO

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RDD

IMEN

SIO

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CO

REC

AR

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DATA

CUSTOMERFINANCIAL

LEARNING AND GROWTH

BUSINESS PROCESSES

data analysis

CUSTOMERFINANCIAL

LEARNING AND GROWTH

BUSINESS PROCESSES

CUSTOMERFINANCIAL

LEARNING AND GROWTH

BUSINESS PROCESSES

CUSTOMERFINANCIAL

LEARNING AND GROWTH

BUSINESS PROCESSES

CUSTOMERFINANCIAL

LEARNING AND GROWTH

BUSINESS PROCESSES

CUSTOMERFINANCIAL

LEARNING AND GROWTH

BUSINESS PROCESSES

CUSTOMERFINANCIAL

LEARNING AND GROWTH

BUSINESS PROCESSES

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Skilled People

Strategic Asset Management Enabling Systems and Practice

Project Overruns Eliminated

Deliver well scoped and sound budgets

Establish design standards and quality parameters

Support service delivery outcomes that deliver value

for money

Deliver projects on time and within budget

Provide transparent, well informed and timely

information

Promote and adopt the SAM framework

Take a leadership role in managing government’s

buildings assets

Support agencies in the use of the SAM framework

Take a whole-of-government long

term view

Develope and implement standard documents,

templates and systems

Incorporate SAM into BMW’s standards

and processesStrive for innovation

Grow BMW skills in planning, procurement, asset management

and project management

Attract and retain skilled people

Effective Relationships Local Solutions

Become a trusted and valued partner with government agencies

Treat Government as the ultimate client

Maintain open and effective relationships

with suppliers

Establish collaborative relationships with DTF and works agencies

Foster effective liaison with local government and industry groups

Enhance roles and capabilities in

the regions

Align regional practices and processes to central standards

Support regional development

> Works Reform Implementation Plan 2009 - 2013

22

Program Governance

Project Board

Senior Suppliers

Executive Sponsor

Senior Users

Project Board

Senior Suppliers

Executive Sponsor

Senior Users

Project Board

Senior Suppliers

Executive Sponsor

Senior Users

Program Board (Project Board Chairs)

Sponsors (Treasurer and Under Treasurer)

Senior Responsible Owner (BMW Executive Director)

Change Manager(Asst Director Org Development)

Program Manager (Director Review & Reform )

Project Support

Project Board

Senior Suppliers

Executive Sponsor

Senior Users

Project Assurance/ Reform Facilitator

Team Member

Project Manager

This section outlines the high level governance structures for all parties in the Works Reform program, how the different responsibilities fit together and how everyone involved will understand their roles. The term ‘governance’ is defined here as the functions, processes, procedures and responsibilities that define how the program is to be setup, managed and controlled. Program governance provides the backdrop for all activities of managing the program and achieving the program’s outcomes. BMW has chosen to use the Managing Successful Programs approach as a framework for governance of the Works Reform program.

Figure 10 illustrates the governance structure for the Works Reform program.

Please refer to Figure 1 for the current Works Reform Governance Framework (located at page 3). This framework has been progressively evolving as the

implementation planning has progressed over the last six months. It will continue to be modified under the guidance of the Program Board.

Sponsors

The Sponsors of the program provide investment decisions and top-level endorsement of the rationale and objectives for the program. The Sponsors for the Works Reform program are the Treasurer and Under Treasurer.

Program Board

The Program Board members will be responsible for leading the Works Reform program, and supporting the Senior Responsible Owner in directing the overall success of the program. The Program Board consists of the Senior Responsible Owner, the Executive Sponsors (chairperson) of the Project Boards, the Program Manager and the Business Change Manager.

X Senior Responsible Owner

The Senior Responsible Owner (SRO) is the individual responsible for ensuring that a project or program of change meets its objectives and delivers the projected benefits. The SRO is the owner of the overall business change that is being supported by the projects. The SRO should ensure that the change maintains its business focus, has clear authority and that the context, including risks, is actively managed. The SRO is recognised as the owner of the Works Reform program and appoints the Project Boards.

The SRO for the Works Reform program is the Executive Director BMW.

Figure 10: Works Reform governance

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> Works Reform Implementation Plan 2009 - 2013

X The Project Board Chairs

The chairs (Executive Sponsors) of the four project boards are on the Program Board. On behalf of the SRO, they are responsible for ensuring their project board works effectively as a team in following the agreed project management methodology, and (for their set of projects) supporting and guiding the project managers in the overall success of the program and realisation of benefits.

X The Program Manager

On behalf of the SRO, the Program Manager is responsible for the overall integrity and coherence of the program, and develops and maintains the program environment to support each individual project within it – typically through the Program Management Office (PMO) function. For the Works Reform, the Program Manager is the Director Review and Reform, who directs the PMO.

The responsibilities of the Program Manager include:

} ensuring that the interests of the sponsoring group are met by the program;

} directing the PMO;

} quality assurance and overall integrity of the program;

} managing both the dependencies and the interfaces between projects;

} managing risks to the program’s successful outcome;

} monitoring and reporting progress of the program at regular intervals to the Sponsoring Group;

} establishing and implementing the mechanisms by which benefits can be delivered and measured; and

} identifying, defining and tracking the benefits and outcomes required of the program.

X The Business Change Manager

The Business Change Manager is responsible for supporting the BMW divisional heads and project managers in managing the transition and will need to work closely with the Program Manager to embed change within the organisation.

For the Works Reform program, the Business Change Manager is the Assistant Director Organisational Development. The Business Change Manager is responsible for strategically overseeing and facilitating the requirements of the people change aspects for the Reform projects. The Business Change Manager is accountable for the following roles, including:

} working with the Program Manager to ensure that the reform program, including the scope of each project, covers the necessary people change aspects;

} working with the PMO and Project Managers to help them identify problems and potential solutions, to consider alternative behaviors and solutions;

} influencing the direction of the transition, including cultural change; and

} supporting the divisional heads on transition management; focussing on business as usual during the transition and that the changes are effectively integrated into the business.

Project Assurance and Reform Facilitators

The Works Reform Program Management Office (PMO) has been formed to undertake a program assurance and support role.

A Works Reform facilitator has been allocated to each Project Board and will take on a role of facilitating, guiding, supporting and assisting board members and the Project Managers to deliver on the Works Reform program.

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24

The project support and assurance role will be provided by the PMO with the overall assurance of the project being the responsibility of the Project Board.

Assurance is about checking that the project remains viable in terms of costs and benefits (business assurance), checking that the users’ requirements are being met (user assurance), and that the project is delivering a suitable solution (specialist or technical assurance).

As discussed, the PMO will adopt the Managing Successful Programs (MSP) approach, which focuses on benefits realisation, and a scaled version of the PRINCE2 project methodology. There is a close link between MSP and PRINCE2.

The purpose of the PMO is:

“To lead and facilitate the Works Reform program in BMW to meet the objectives

of Government.”

The Works Reform PMO’s Mission is to

} work collaboratively;

} realise and report benefits;

} provide and promote project management templates, tools and techniques;

} manage and monitor progress; and

} offer advice and facilitate outcomes.

Project Boards

Four Project Boards have been established around the following key themes found within the Business Solution Plan:

} Strategic Asset Management;

} planning, delivery and management of buildings;

} BMW organisation; and

} Information Systems.

Following the PRINCE2 governance structure the Project Boards will be made up of three distinct roles:

X The Executive Sponsor (or Customer)

The Executive Sponsor (or Customer) is the person who owns the business case. The Customer for the Works Reform program is the Executive Director BMW.

Due to the scale of the reform program, the executive Director BMW has (in some project boards) delegated this role to other members of the executive team to champion a particular set of reform projects.

X A Senior User

A Senior User is a person who is going to use the results or outcome of a project, or who will be impacted by the outcome of a project. On some projects, the customer and user may be the same person.

X A Senior Supplier (or Specialist)

A Senior Supplier (or Specialist) is a person who provides the expertise to do the actual work on the project (i.e. will be designing and building the outcome). This person will organise and co-ordinate the delivery of required outcomes within budget, on time, and to the appropriate quality.

The key processes the Project Boards are responsible for break into four main areas as defined in PRINCE2 :

} initiation (starting the project off on the right foot);

} stage boundaries (reviewing results and resource allocations);

} ad hoc direction (monitoring progress, providing advice and guidance, removing road blocks, reacting to exception situations); and

} approving project closure (confirming the project outcome and controlled close).

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> Works Reform Implementation Plan 2009 - 2013

The Project Board has overall authority for the project, provides leadership and strategic direction, and is responsible for providing the Project Manager with the necessary decisions for the project to proceed and to overcome any problems.

Project Managers

Every project will have an appointed Project Manager who will be responsible for delivering the project on time, within cost, and to an identified quality.

The Project Manager will be responsible for planning the project, managing the delivery of the project (time, cost and quality) including preparing management products.

The key roles for the Project Manager will include:

} develop the project plan and gantt chart;

} manage scope – balancing time, cost, quality;

} engage relevant stakeholders;

} lead change;

} provide regular reporting;

} manage by exception;

} use PRINCE2 methodology and standard tools as developed by the PMO; and

} facilitate outcomes.

Project Teams

The project team will be established by the Project Manager and allocated activities.

All activities, resources and timelines will be developed in the Project Plan and Gantt chart. This will enable negotiation and sign off of resources by the Project Board.

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Project Framework

PRINCE2 has a series of processes which cover all the activities needed on a project from starting up to closing down. The PRINCE2 methodology says that a project should have an:

} organised and controlled start: organise and plan things properly before leaping in;

} organised and controlled middle: when the project has started, make sure it continues to be organised and controlled; and

} organised and controlled end: when you’ve got what you want and the project has finished, tidy up the loose ends.

As previously described, the 26 projects have been allocated to one of the four Project Boards. The detail on the deliverables of these projects and the activities required to achieve them will be updated regularly throughout the implementation of the Works Reform program. This section focuses on the project methodology that has been adopted by BMW to deliver the projects.

PRINCE 2 Methodology

BMW has adopted the PRINCE2 project methodology, scaled to suit the purposes of managing the 26 Works Reform projects. PRINCE stands for Projects in a Controlled Environment and is described as a structured method for effective project management for all types of projects.

PRINCE2:

} PRINCE was developed as a UK Government standard for information systems (IT) project management in 1989;

} is now recognised as a world-class international standard methodology for project management;

} embodies many years of good practice in project management (PRINCE2, revision from 1996); and

} is now a flexible and adaptable approach to suit all projects (not just IT).

Figure 11: PRINCE2 Project Lifecycle

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X Change Request

This document is used when there is a change to project scope. It forms the formal record of agreed changes and is signed off by the Project Board.

X Lessons Learned Log

The purpose of this document is to be a repository of any lessons learned during the project that can be usefully applied to other projects. At the close of the project it is written up formally by the PMO in an overarching Lessons Learned Register.

X End Project Report

This document is used to pass details of unfinished work or potential product modifications to the group charged with future support of the final product in its operational life.

Management by Exception

In addition to progress reports, the Project Board should be notified when there is a significant deviation from planned results. Following the endorsement of the Project Initiation Document and Project Plan, the Project Board and the Project Team expect the great majority of the plan to go well without participation from the board.

The Project Manager will complete Highlight reports on a monthly basis. One of the key responsibilities of the Project Board is to become involved when the Project Manager calls upon the Board to resolve an issue or road block.

Management Products

The PRINCE2 processes and documents to be delivered during the project have been scaled for the BMW Works Reform program. The management products developed as standard templates to be used during the project lifecycle include:

X Project Initiation Document

The purpose of this document is for the Project Board to define the project, to form the basis for its management and the assessment of overall success. It is the contract between the Project Board and Senior Responsible Owner.

X Project Plan

The Project Plan is a mandatory plan that provides a statement of how and when a project’s objectives are to be achieved, by outlining the scope, activities and resources required on the project. The Project Plan further defines the PID with planned project costs and identifies the management stages and other major control points. It is used by the Project Board and Project Manager as a baseline against which to monitor project progress and cost, stage by stage. Where relevant, the project plan includes a Communication and Engagement plan; Financial Resources plan; and a Risk and Issues logs. The project plan is a contract between the Project Manager and the Project Board.

X Highlight Report

The purpose of this report is to provide the Project Board with a summary of the status at intervals defined by them. The PMO uses the report in their monthly consolidation reporting. The Project Manager also uses it to formally advise the project board of any potential problems or concerns where the Project Board could help bring the project back on track.

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Business Change

Figure 12: Organisational Change

Integrating Project Management and Change Management for Works Reform

Any change to processes, systems, organisation structures, and job roles will have a ‘technical’ side and a ‘people’ side that must be managed. Project management and change management have evolved as disciplines to provide both the structure and the tools needed to realise change successfully on the technical and people side.

As shown in Figure 12, both project management and change management will support BMW’s move from a current state (how things are done today), through a transition state to a desired future state (the new processes, systems, organisation structures or job roles defined by ‘the change’).

The goal of project management is to effectively deploy resources in a structured manner to develop and implement the solution, in terms of what needs to be done to processes, systems, the organisation’s structure, and job roles.

The goal of change management is to help individuals impacted by the proposed change to make a successful transition; involving and helping individuals impacted by the change to develop and adopt the change and to do their work in the new way. Change management and project management will be integrated throughout the Works Reform program. The steps and activities move in unison as teams work with BMW staff and stakeholders to move from the current state to a desired future state.

Futu

re S

tate Current State

Project Management

& Change Management

Transition

29

> Works Reform Implementation Plan 2009 - 2013

The Works Reform program will have a significant impact on the people and the culture of BMW. To understand its impact, the Business Change Manager, the Organisational Development branch, the Program Manager and the PMO will work closely with the divisional heads, the Project Managers and Project Teams to devise the best approach to change management, as well as develop activities, strategies, methods and actions suitable for the project, which will be incorporated into the Project Plan.

Project Managers, their teams and the PMO will work extensively with people likely to be affected by change to ensure that they are involved in the identification of the desired future state, and to ensure that those who are affected by the transition are also consulted and involved. Where this approach of consultation and engagement with BMW staff and stakeholders is undertaken successfully it is anticipated that the change will be much more likely to gain the support of those implementing the change and those impacted by the change, greatly reducing the need for additional change management plans.

For BMW to reform successfully and achieve the large scale change that is outlined in the Business Solutions plan, it is vital that the whole organisation embraces the Works Reform program. This buy-in to the change, which will ultimately determine the Reform’s effectiveness, can only be achieved by the engagement and involvement of all staff and stakeholders affected by the Reform process.

In order to underpin this change management process successfully, BMW has implemented a number of change initiatives to pave the way for the Reform process. These include:

} an employee opinion survey to identify the current BMW culture and to develop behaviours that will support the Works Reform program;

} development of the leadership skills required for the Reform to be successful;

} a strong focus on developing teams and team work;

} development of processes to involve all staff in planning and decision making;

} the implementation of a process of individual planning and performance management; and

} the development of skills such as project management, procurement and asset management that will be required in the post reform world.

These approaches to change will support the organisation in discovering new ways of thinking and behaving to improve the organisation and its ability to adapt to changing conditions.

> Works Reform Implementation Plan 2009 - 2013

30

Communications Plan

A Communications strategy has been developed to provide the framework for communications relating to the State Government’s Works Reform program and its major areas of focus. The broad aim is to both inform stakeholders of the developments and requirements associated with the reform agenda, and to promote the benefits of reform and thereby encourage participation and support.

Individual reform projects, especially those with tangible deliverables, will have a project specific Consultation Plan developed and implemented. The Consultation Plan will identify stakeholders who will be involved in, affected by, and who can influence the outcome. The plan will also include the delivery tools used to communicate key messages and the frequency of contact with these respective stakeholders.

The desired outcomes are to have:

} informed stakeholders;

} on-going information dissemination and consultation processes;

} increased awareness and understanding of the reform agenda; and

} wider recognition of reform achievements.

A number of key stakeholders have been identified including:

} Directors General, Chief Executive Officers and agency Executive for general government sector agencies with building asset portfolios;

} Executive Client Council – represented by the top five key agencies with building requirements;

} Building Asset Management Leadership Group – asset managers in the top 10 to 12 agencies;

} Building Management and Works staff;

} building works procurement, asset maintenance and project management staff across the sector;

} agencies and their relevant staff;

} peak bodies and professional associations including:

• Australian Council of Built Environment Design Professionals (BEDP) representing Association of Consulting Architects, Engineers Australia, and the Australian Institute of Landscape Architects;

• Master Builders Association;

• Construction Contractors Association; and

• Property Council of Australia.

} private sector suppliers to government including project managers, designers and builders;

} local government; and

} relevant trade unions (Unions WA, CPSU/CSA).

31

> Works Reform Implementation Plan 2009 - 2013

Implementation Schedule

Figure 13: Timeline for the Works Reform program

Timeline

The timelines for the Works Reform program are shown in Figure 13. On release of this Implementation plan the PMO will shift their focus to executing, monitoring and reporting on the Works Reform program.

Risk Management

The Works Reform PMO will be responsible for the effective management of risk with regard to the delivery of the Works Reform program. A realistic assessment of risks has been completed and will be managed by the PMO.

Creation of Direction Review and Reform role for the PMO

Development of the Business Solution plan

Resourcing of the PMO

Development of the Implementation plan

Execution of the plan (with PMO support)

Report, Measure, Evaluate

Feb 2009

Feb - June 2009

Feb - Dec 2009

June - Dec 2009

June 2009 - June 2013

Annually 2010, 2011, 2012, 2013

> Works Reform Implementation Plan 2009 - 2013

32

Reporting

Evaluation and formal reporting will focus on performance of the Works Reform program to ensure the expectations of Government are being met over the four year period. The following section outlines how and when monitoring and evaluation of the Works Reform program will occur.

Works Reform Benefits Realisation Report

The annual Benefits Realisation report will provide an assessment of the performance and outcomes of the Works Reform program. The benefits will be presented from the four Balanced Scorecard perspectives: financial, customer, business process, and learning and growth. It is planned to produce this report annually every October (in 2010, 2011, 2012, and 2013).

Managing a reform program successfully involves effectively engaging with stakeholders, especially obtaining the views of end-users, a clear understanding of their needs and the outcomes to be achieved, and consulting and communicating about key decisions. Benefits Realisation reports will assist with this engagement and in identifying the outcomes and benefits realised as a result of investing in the Works Reform program.

Works Reform Annual Progress Report

This report will provide an overview of progress made across the 55 recommendations in the reform program. It is a narrative of progress made to date. This report will be prepared annually in February (in 2010, 2011, 2012, and 2013).

Stakeholder Survey Summary Report

This report will focus on stakeholder feedback in respect of reforms to the planning, delivery and management of buildings for Government. The views and suggestions from stakeholders are an essential and valued input in the development and implementation of the Works Reform program. This report will be released annually in June (in 2010, 2011, 2012, and 2013).

The key stakeholders identified include:

} Directors General/Chief Executive Officers;

} Asset leaders;

} Building Occupiers and End Users;

} BMW Employees;

} Industry; and

} Suppliers.

33

> Works Reform Implementation Plan 2009 - 2013

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Ap

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: Wo

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Re

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Ma

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ala

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Sc

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169 Hay Street, EAST PERTH WA 6004Telephone: 08 9440 2345 worksreform@bmw.wa.gov.au

The Works Reform Implementation Plan has been prepared by the Building Management and Works business within the Department of Treasury and Finance.